Performance Recognition Program

1. Performance Recognition Program

2. What is Scouting’s Journey to Excellence? Journey to Excellence is the new performance recognition program for councils, districts, and units that aligns recognition with the National Strategic Plan. Using a balanced approach and key performance indicators to measure performance versus process, encourage and reward success, and achieve the mission.

3. Why Adopt the Balanced Scorecard? • Utilizes state of the art methodology • Validates relationships of key performance indicators • Learn from the experiences of other successful organizations • Recognizes performance that is in alignment with the National Strategic Plan

4. Balanced Scorecard Quality Growth Quality, growth, and sustainability must all be in balance for success to be truly achieved. Sustainability

5. Who Uses the Balanced Scorecard Concept?Key Scouting Volunteers use and are familiar with the Balanced scorecard. • American Express • Anheuser Busch • AT&T Mobility • Bank of America • Caterpillar • Consolidated Edison • Coors • Department of Defense • Federal Reserve Bank • GE Capital • Johnson & Johnson • Halliburton • Hewlett Packard • Mastercard • Merck & Co. • Microsoft • Pricewaterhouse • Proctor and Gamble • Verizon • American Red Cross • And many others Research shows all 24 award winning companies all use balanced scorecards; 10 are BSC Hall of Fame winners

6. What About Common Terms? Leading indicators Lagging indicators Strategy maps Balance scorecard

7. Key Concepts: Types of Measures • Leading Measures are often referred to as “early warning” measures. For instance, front-log of orders in a commercial operation is a predictor of next quarter’s results. YSE/TAY ratio is believed to drive market share. • Lagging measures or rear-view mirror-based measures are most prevalent in the financial perspective. Market share is a lagging measure. Unrestricted net assets, for instance, records the history of what took place last month, last quarter, or last year.

8. Together, Strategy Maps and Balanced Scorecards Form a Strategic Management System and Support a Strategy-Focused Organization Strategy Map Balanced Scorecard Strategic Theme:Operating Efficiency Objectives Measurement Target Initiative Financial • Market Value • Seat Revenue • Plane Lease Cost • 30% CAGR • 20% CAGR • 5% CAGR • Profitability • More Customers • Fewer planes Profitability Fewer planes More customers Lagging (outputs) • FAA On Time Arrival Rating • Customer Ranking (Market Survey) • #1 • #1 • Quality management • Customer loyalty program • Flight is • on-time • Lowest prices Customer Flight Is on time Lowest prices • On Ground Time • On-Time Departure • 30 Minutes • 90% • Cycle time optimization Internal • Fast ground turnaround Fast ground turnaround Leading (inputs) • % Ground crew trained • % Ground crew stockholders • yr. 1 70%yr. 3 90%yr. 5 100% • ESOP • Ground crew training • Ground crew alignment Learning Ground crew alignment

9. You are the Leader:Your financial results are yellow, why?What is this strategy map telling you?Where is the root cause of the issue?Where would you focus your improvement team? What is the value of the “Cause and Effect” Strategy Map? Houston Hobby Strategic Theme:Operating Efficiency Financial Profitability Lagging (Outputs) Fewer planes More customers Customer Flight Is on time Lowest prices Process Fast ground turnaround Leading (inputs) People Ground crew alignment

10. e YSE/TAY (leading) High Density Rates (lagging) Customers “What customer s and needs must we serve?” Pillar #3 Build Our Brand: Cool with Youth, Recognized and Valued Brand, and Positioned as Trusted Youth Advisor Pillar #2 Resources and Finances Financial "To satisfy our customers, what financial objectives must we accomplish?” Pillar #1 Impact & Participation Pillar #4 Dynamic & Relevant Programs Pillar #6 Youth Advocacy & Strategic Relationships Process “To satisfy our customers, and stakeholder, in which internal business processes must we excel?" P2 Increase Impact Market Share Initial analysis shows High YSE/TAY Rates = High Density Rates Pillar #7 Leadership Excellence & Culture Pillar #5 Innovation & Technology Leadership & Technology " To achieve our goals, how must our organization learn and innovate?” LT3 Attract, recruit, develop, reward and retain talented leadership

11. The quality criteria developed by the task force, and survey results from a diverse group of unit, district and council level volunteers and professionals have been translated into a Balanced Score Card in alignment with the National Strategic Plan Strategy Map Strategic Plan Survey Quality Criteria Balanced Scorecards (council criteria)

12. Performance Indicator Relationships Correlation tables were used to set criteria based on indicator relationship predictability. In this example of the 100 highest performing councils in traditional retention a majority also scored among the highest performing councils in camping, advancement, density, and district committee size, so the relationship is predictive. Correlation tables were run on 20 indicators, including all 17 in the Journey to Excellence, to assess council health and sustainability.

13. How Scouting’s Journey to Excellence Can Help Your Council • Recognition • Incentive for continuous improvement • Benchmarking • Early warning system of potential issues • Non-intrusive no forms to fill dashboard self-populating • Support for your districts and units through a balanced approach • Support from the area, region and National Council volunteers and staff

14. Two Ways to “Travel”Three Levels of Recognition • Gold • Silver • Bronze • Determined Standard (DS) • – set benchmarks • Performance Standard (PS) • – continuous improvement

15. Point Scoring(Break points based on 2009 actual council performance) • Gold – top 10% council performance • Silver – top 50% council performance (next 40%) • Bronze – minimum standard to midpoint • Key council indicators are worth 200, 100, and 75 respectively • All others are worth 100, 50, and 25 respectively • Circuit breaker, positive unrestricted net assets in the Operating Fund to achieve overall gold

16. Criteria Areas • FINANCE Bronze Silver Gold • Fiscal Management: Maintain positive 75 100 200 • unrestricted net assets in the Operating Fund • to support annual operating expenses. • 2) Fundraising: Increase council-generated 75 100 200 • net contributions in the Operating Fund over • prior year. • 3) Endowment: Add new permanently 25 50 100 • restricted gifts to the Endowment Fund.

17. Criteria Areas MEMBERSHIP Bronze Silver Gold 4) Membership Impact: Increase market 75 100 200 share (traditional plus Exploring). 5) Membership/Youth Growth: Increase 75 100 200 number of registered youth (traditional plus Exploring). 6) Youth Retention: Improve retention 75 100 200 rate of traditional youth.

18. Criteria Areas PROGRAM Bronze Silver Gold 7) Cub Scout Advancement: Increase the 25 50 100 percentage of Cub Scouts earning rank advancements. 8) Boy Scout Advancement: Increase the 25 50 100 percentage of Boy Scouts earning rank advancements. 9) Cub Scout Camping: Increase the percentage 25 50 100 of Cub Scouts attending day camp and/or resident camp. 10) Boy Scout Camping: Increase the percentage 25 50 100 of Boy Scouts and Varsity Scouts attending long-term camps and/or high-adventure programs. 11) Community Service: Increase the amount 25 50 100 of community service provided by Scouts, Leaders, and other participants.

19. Criteria Areas UNIT SERVICE Bronze Silver Gold • Youth-Serving Executives: Maintain or 75 100 200 improve ratio of youth-serving executives to total available youth. 13) Commissioner Service: Increase the 25 50 100 number of registered commissioners over prior year. • Unit Visitations: Improve the rate of 25 50 100 Commissioners’ visits to units.

20. Criteria Areas LEADERSHIP AND GOVERNANCE Bronze Silver Gold • Council Leadership: Have a trained 25 50 100 and engaged executive board. 16) District Leadership: Increase the 25 50 100 number of volunteers serving on district committees. 17) Unit Leadership: Increase the 25 50 100 number of direct contact leaders who are trained. TOTAL POINTS ALL CRITERIA 725 1150 2300 BREAK POINTS 700 950 1200

21. Here’s how a Balanced Scorecard might be calculated automatically for a typical Council Bronze Silver Gold • Fundraising 50 100 200 • Fiscal Management 50 100 200 • Endowment 25 50 100 • Membership Impact 50 100 200 • Membership/Youth Growth 50 100 200 • Retention 50 100 200 • Cub Scout Advancement 25 50 100 • Boy Scout Advancement 25 50 100 • Cub Scout Camping 25 50 100 • Boy Scout Camping 25 50 100 • Community Service 25 50 100 • Youth Serving Executives 50 100 200 • Commissioner Service 25 50 100 • Unit Visitations 25 50 100 • Council Leadership 25 50 100 • District Leadership 25 50 100 • Unit Leadership 25 50 100 • Sum 275 450 300 Total is 1025 points. Since Silver is 950 and Gold is 1200, this council qualifies for Silver.

22. Future Measures • Voice of the Customer (VOC) youth survey ratings – age appropriate- including Net Promoter Score (NPS) • VOC – parents (NPS) • VOC – council (NPS) • VOC – chartering organizations (NPS) • VOC – camper (NPS) • Diversity indicator • Innovation 22

23. District and Pack Criteria

24. Program Implementation Handout

25. Journey To Excellence Dashboard • The Journey to Excellence Dashboard will recognize progress and medal achievement. • Will be available on MyBSA and MyScouting.org • JTE Service Hours recording site being built. Each user would default to the view based on their role level.

26. Thank You